Leadership development: To align or not to align, that remains the question

We have explored the case for and the cost of alignment. This week, we will look at how we achieve alignment, what is the process?

When we are considering a collaborative initiative, we need to have an appreciation of the value of goodwill and interdependence, but also ensure we release people to do their best work on the things that align most closely with their own priorities, motivations and objectives. How do we do this? Through good communication, negotiation and contracting, not just at the start but throughout. In essence, good alignment is rooted in good relationship.

Understanding agendas and priorities

Understanding other people’s agendas and priorities is central to generating alignment. What are they working towards and why? We obtain this through listening and observing and open communication. Trust plays a key role here in facilitating potential alignments. Hidden agendas and mistrust will reduce the ability to see clearly

Recognising potential opportunities

When we understand others’ objectives as well as our own, we can begin to see where there are shared priorities or goals. Where might our own or others’ efforts need reinforcement or support? Does scale or speed matter to them, or do they want to achieve their objectives on their own?  When learning new skills children often don’t want an adult’s help. They want the experience and the rewards of achievement, of doing it on their own – even if that means a messier, slower process. As adults, we do not always want to share our proceeds if we believe we can do something of our own sufficiency. However, where we need the complementary skills of another in order to achieve our objectives, we may be open to or proactively pursing collaboration.

When we understand other’s objectives we can begin to see any shared intent and also recognise opportunities for mutually beneficial exchange, complementary purposes.

Negotiating terms 

The aim here is getting the right fit and the right terms. We may have several options or just a few, as may our counterparts. Negotiation is a topic in its own right, but knowing our own boundaries for negotiation is a good starting point and building on the insights we have around others’ motivations and objectives. If we have good rapport and an appreciation for mutual needs and obligations being met, we will probably strike a right balance.

If you would like to discuss any of the above further or how to apply the Accord in Mission Framework in your organisation, please get in touch.